Introduction à SCRUM par Lahcen Afif

Lahcen AFIFM : +32 499 96 64 72E : [email protected] : http://lahcen.afif.be

Gestion de ProjetScrum & Agile Training

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An Introductionto Scrum

Lahcen AFIF29/03/2012

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MarshmallowThe

Challenge

Tom WujecAutodesk

Monday, March 15, 2010

Lahcen Afif - IT Consultant - Chef de Projet - PRINCE2® & SCRUM - http://lahcen.afif.be

Surprising lessons

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We’re losing the relay race

Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986.

“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.”

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Predictive methods : 4 phases

one shot

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Predictive methods : 4 phases

iteration 1 iteration 2

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Which requirement ?

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Plan or Value ?

Value Driven Project

42%

17%

17%

12%12%

Rates of functionalities used in a system-type

Never Rarely sometimes often Always

(c) Agilbee 2011. All right reserved. - 60 -

t

80%

50%

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Plan or Value ?

Exemple de Contrat Agile

0

500

1000

1500

2000

1 11 21

AgileWaterfall

0

2000

4000

6000

1

A 50% du temps et une BV > 80%,Stopper le Projet

20% du budget => Team

Attention ! Résultat à maitriser avant d’appliquer!

> 80%K€

K€ La Qualité n’est pas négociable

50% 40%

61(c) Agilbee 2011. All right reserved.

source : Agilebee (Patrice Petit)

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Plan or Value ?

Waterfall Agile

fixed

variable

scope

timebudget scope

timebudget

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•Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.

•It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).

•The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.

•Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

Scrum in 100 words

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Scrum origins• Jeff Sutherland

• Initial scrums at Easel Corp in 1993

• IDX and 500+ people doing Scrum

• Ken Schwaber• ADM

• Scrum presented at OOPSLA 96 with Sutherland

• Author of three books on Scrum

• Mike Beedle• Scrum patterns in PLOPD4

• Ken Schwaber and Mike Cohn• Co-founded Scrum Alliance in 2002, initially

within the Agile Alliance

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Scrum has been used by:

•Microsoft•Yahoo•Google•Electronic Arts•High Moon Studios•Lockheed Martin•Philips•Siemens•Nokia•Capital One•BBC

•Intuit•Nielsen Media•First American Real Estate•BMC Software•Ipswitch•Lexis Nexis•Sabre•Salesforce.com•Time Warner•Turner Broadcasting•Oce

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Scrum has been used for:

• Video game development• FDA-approved, life-critical systems• Satellite-control software• Websites• Handheld software• Mobile phones• Network switching applications• ISV applications• Some of the largest applications in

use

• Commercial software• In-house development• Contract development• Fixed-price projects• Financial applications• ISO 9001-certified applications• Embedded systems• 24x7 systems with 99.999% uptime

requirements• the Joint Strike Fighter

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Characteristics

• Self-organizing teams

• Product progresses in a series of month-long “sprints”

• Requirements are captured as items in a list of “product backlog”

• No specific engineering practices prescribed

• Uses generative rules to create an agile environment for delivering projects

• One of the “agile processes”

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The Agile Manifestoa statement of values

Process and toolsIndividuals and interactions

over

Source: www.agilemanifesto.org

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over


Comprehensive documentationWorking software over

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over



Contract negotiationCustomer collaboration over

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over

Following a planResponding to change over



Contract negotiationCustomer collaboration over

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Let people “grab the tasks”

Macro-management rather than micro-management

Why ?

To get more “committed” people and less “involved” people

Self organised team

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Project noise level

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

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Scrum

Cancel

Gift wrap

Return

Productbacklog

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Scrum

Cancel

Gift wrap

Return

Sprint2-4 weeks

Productbacklog

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Scrum

Cancel

Gift wrap

Sprint2-4 weeks

Return

Sprint goal

Productbacklog

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Scrum

Cancel

Gift wrap

Sprint2-4 weeks

Return

Sprint goal

Sprint backlog

Productbacklog

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Scrum

Cancel

Gift wrap

Sprint2-4 weeks

Return

Sprint goal

Sprint backlog Potentially shippableproduct increment

Productbacklog

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Scrum

Cancel

Gift wrap

Sprint2-4 weeks

Return

Sprint goal


Productbacklog

Coupons

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Scrum

Sprint2-4 weeks

Return

Sprint goal


Productbacklog

Gift wrap

Coupons

Cancel

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Scrum

Sprint2-4 weeks

Return

Sprint goal


Productbacklog

Gift wrap

Coupons

Cancel

24 hours

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Putting it all together

Image available at www.mountaingoatsoftware.com/scrum

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Sprints

• Scrum projects make progress in a series of “sprints”

• Typical duration is 2–4 weeks or a calendar month at most

• A constant duration leads to a better rhythm

• Product is designed, coded, and tested during the sprint

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Sequential vs. overlapping development

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.

Rather than doing all of one thing at a time...

...Scrum teams do a little of everything all the time

Requirements Design Code Test

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No changes during

Change

Plan sprint durations around how long you can commit to keeping change out of the sprint

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Scrum framework

•Product owner•ScrumMaster•Team

Roles

•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting

Ceremonies

•Product backlog•Sprint backlog•Burndown charts

Artifacts

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Scrum framework


Ceremonies


Artifacts


Roles

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• Define the features of the product

• Decide on release date and content

• Be responsible for the profitability of the product (ROI)

• Prioritize features according to market value

• Adjust features and priority every iteration, as needed

• Accept or reject work results

Product owner

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• Represents management to the project

• Responsible for enacting Scrum values and practices

• Removes impediments

• Ensure that the team is fully functional and productive

• Enable close cooperation across all roles and functions

• Shield the team from external interferences

The ScrumMaster

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• Typically 5-9 people

• Cross-functional (Programmers, testers, user experience designers, etc...)

• Members should be full-time

• May be exceptions (e.g., database administrator)

• Teams are self-organizing

• Ideally, no titles but rarely a possibility

• Membership should change only between sprints

The team

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Roles

Scrum framework


Artifacts


Ceremonies

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Sprint planning meeting

Business conditions

Team capacity

Product backlog

Technology

Current product

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Sprint prioritization

• Analyze and evaluate product backlog

• Select sprint goal

Business conditions

Team capacity

Product backlog

Technology

Current product

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Sprintgoal

Business conditions

Team capacity

Product backlog

Technology

Current product

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Sprint planning

• Decide how to achieve sprint goal (design)

• Create sprint backlog (tasks) from product backlog items (user stories / features)

• Estimate sprint backlog in hours

Sprintgoal

Business conditions

Team capacity

Product backlog

Technology

Current product

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Sprint planning

• Decide how to achieve sprint goal (design)

• Create sprint backlog (tasks) from product backlog items (user stories / features)

• Estimate sprint backlog in hours

Sprintgoal

Sprintbacklog

Business conditions

Team capacity

Product backlog

Technology

Current product

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Sprint planning

As a vacation planner, I want to see photos of the hotels.

Code the middle tier (8 hours)Code the user interface (4)Write test fixtures (4)Code the foo class (6)Update performance tests (4)

• Team selects items from the product backlog they can commit to completing

• Sprint backlog is created

• Tasks are identified and each is estimated (1-16 hours)

• Collaboratively, not done alone by the ScrumMaster

• High-level design is considered

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The daily scrum• Parameters

• Daily

• 15-minutes

• Stand-up

• Not for problem solving

• Whole world is invited

• Only team members, ScrumMaster, product owner, can talk

• Helps avoid other unnecessary meetings

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Everyone answers3 questions

What did you do yesterday?1

What will you do today?2

Is anything in your way?3

These are not status for the ScrumMasterThey are commitments in front of peers

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The sprint review• Team presents what it

accomplished during the sprint

• Typically takes the form of a demo of new features or underlying architecture

• Informal

• 2-hour prep time rule

• No slides

• Whole team participates

• Invite the world

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Sprint retrospective

• Periodically take a look at what is and is not working

• Typically 15–30 minutes

• Done after every sprint

• Whole team participates

• ScrumMaster

• Product owner

• Team

• Possibly customers and others

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Start / Stop / Continue

Start doing

Stop doing

Continue doingThis is just one of many ways to

do a sprint retrospective.

Whole team gathers and discusses what they’d like to:

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Roles

Scrum framework


Ceremonies


Artifacts

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Product backlog

This is the product backlog

•The requirements

•A list of all desired work on the project

•Ideally expressed such that each item has value to the users or customers of the product

•Prioritized by the product owner

•Reprioritized at the start of each sprint

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A sample product backlog

voir exemple : fichier XLS

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The sprint goal

Database Application

Financial services

Life Sciences

Support features necessary for population genetics studies.

Support more technical indicators than company ABC with real-time, streaming data.

Make the application run on SQL Server in addition to Oracle.

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Managing the sprint backlog

• Individuals sign up for work of their own choosing

• Work is never assigned

• Estimated work remaining is updated daily

• Any team member can add, delete or change the sprint backlog

• Work for the sprint emerges

• If work is unclear, define a sprint backlog item with a larger amount of time and break it down later

• Update work remaining as more becomes known

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A sprint backlog

voir exemple : fichier XLS

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A sprint burndown chart

0

200

400

600

800

1.000

Hou

rs

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Scalability

• Typical individual team is 7 ± 2 people

• Scalability comes from teams of teams

• Factors in scaling

• Type of application

• Team size

• Team dispersion

• Project duration

• Scrum has been used on multiple 500+ person projects

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Scaling through the Scrum of scrums

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Scaling through the Scrum of scrums

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Scrum of scrums of scrums

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Where to go next

• www.mountaingoatsoftware.com/scrum

• www.scrumalliance.org

• www.controlchaos.com

• [email protected]

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mailto:[email protected]

mailto:[email protected]


A Scrum reading list

• Agile and Iterative Development: A Manager’s Guide by Craig Larman

• Agile Estimating and Planning by Mike Cohn

• Agile Project Management with Scrum by Ken Schwaber

• Agile Retrospectives by Esther Derby and Diana Larsen

• Agile Software Development Ecosystems by Jim Highsmith

• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle

• Scrum and The Enterprise by Ken Schwaber

• Succeeding with Agile by Mike Cohn

• User Stories Applied for Agile Software Development by Mike Cohn

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Lahcen AFIFM : +32 499 96 64 72E : [email protected] : http://lahcen.afif.be

Gestion de ProjetScrum & Agile Training

Web Strategy

MerciRetrouvez toutes les ressources de cette présentation

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Mountain Goat Software, LLC!

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